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IME, rough order to make hires in: VPM: $0.2m ARR VPS: $1-$1.5m ARR VPCS: $2m ARR VPP: $3m-$4m ARR VPE: $5m-$6m ARR CFO: $10m ARR COO: $20m ARR. He’d found several good First VP candidates, in particular, a strong first head of marketing and a strong first head of product. He asked which to hire first.
But I thought I’d take a stab at the Top 10 Pieces of Classic SaaS Advice … that, in my experience at least, are usually Just Plain Wrong. Especially the money part. “Give the VP of Sales More Time” This is always terrible advice. As CEO, you need to find a way. Find a way.
Perhaps the single most important thing you can ever do in SaaS, at least after $1m in ARR or so, is hire the best VPs you can. We’ve talked a lot over the years about how not to hire a wrong VP of Sales — 70%+ of the first VPs of Sales don’t make it even 10 months. Check who they hired.
or bright line between CTO and VPE, I’d suggest a start-up CTO really only has to do a few things — which are very hard: Assemble a small team (3–9) of very good engineers. So … a “bad” CTO is one that can’t recruit a strong “pizza box” team. Finds a way to increase product velocity when inertia starts to drag you down.
Dear SaaStr: What Are The Top 10 Things to Know Before Starting a SaaS Company? A mediocre tech team, a part-time CTO, or even just a decent CTO just doesn’t get you there. Wait until you find a great partner here. It takes 7–10 Years in SaaS to Get Anywhere. If you can’t do the time, don’t do the startup.
One fundamental question asked was What Everyone Should Know Before Starting a SaaS Company. More here: If You’re Going to Do a SaaS Start-Up … You Have to Give it 24 Months. but you can’t afford to hire all the people you need to meet their needs. The Cavalry is Coming and here: The SaaS Year of Hell. And Then?—?Reignition.
That you absolutely, positively, have to only hire “Rockstars” in your startups. A Rockstar engineer really is 10x better than the next tier. And yet … is it worth waiting 6-9 months to hire a VP that’s a true Rockstar, if you’ve struggled to make the hire? It’s true.
Q: When should a bootstrapped startup hire a (CFO, COO, CMO)? How can a CEO hire those C-level positions for the first time as a CEO and entrepreneur? Here are some rough rules: You want a VP of Everything (Sales, Marketing, Product, Eng) by about $1m-$2m ARR. You probably have to hire them one at a time, a bit slowly.
Ok now that some time has gone by I can reflect a bit more thoughtfully here. My top mistakes as a SaaS founder/CEO: Not convincing the very, very, very best VPE I knew to join as our VPE. I had a great CTO, but I also needed a truly great VPE to scale past $10m ARR and deal with all those issues.
While there is no legal definition for CTO or bright line between CTO and VPE, I’d suggest a start-up CTO really only has to do a few things — which are very hard: Assemble a small team (3–9) of very good engineers. That often were never anticipated and aren’t part of the job spec. Dear SaaStr: What Makes a Bad CTO?
I thought it would be worth drilling down deeper into each of them, and sharing the learnings and mistakes: 1/ Spending less time fixing things, more timerecruiting senior folks to own them. No one spends enough timerecruiting as it is, after $1m ARR or so. These are all full-time jobs by $1m ARR.
In SaaS, it is recruiting your VPs and management team : SaaS products mostly don’t sell themselves. You can hack managing and finding 1–3 reps yourself, but after that, you really need a VP of Sales. SaaS products get too complex to hack a product roadmap too long. She can be your CTO forever.
Lately I’ve been working with 5+ SaaS companies all hiring their first VP of Product. That means often it’s not entirely clear who the first VP of Product should report to. A few general learnings: A VP of Product that Reports to CTO / Engineering Rarely Meets With That Many Customers.
Dear SaaStr: When should a bootstrapped startup hire a (CFO, COO, CMO)? How can a CEO hire those C-level positions for the first time as a CEO and entrepreneur? Here are some rough rules: You want a VP of Everything (Sales, Marketing, Product, Eng) by about $5m ARR, and ideally, Sales and Marketing well before that.
Is usually not really a VP of Sales. I don’t know about you, but I’ve had to recruit a lot of types of folks over the years where my domain knowledge was limited. I’ve had to recruit Ph.Ds. Front-end, mid-end, back-end engineers of all sorts and types. Just pass here, nine times out of ten at least.
As part of that, we wanted to look back at some of our most iconic content and sessions. One of the first what How to Hire a Great VP of Sales at the New York Enterprise Tech Meet-Up (thank you to John Lehr and Work-Bench for setting this up). Then, we have this community in SaaS — SaaStr. SaaStr is Turning 10!
With all that behind you … let me challenge you to 10 SaaS New Year’s Resolutions. Pick a few that work for you: Get That Key VPHire Done in Q1. Enough with the excuses for not having hired your real VP of Sales, or that VP of Engineering, or whatever. Hire a real recruiter.
In SaaS, once you have even a few million in ARR, the #1 challenge is recruiting top-tier VPs and building a truly top-tier management team: SaaS products mostly don’t sell themselves. You can hack managing and finding 1–3 reps yourself, but after that, you really need a VP of Sales.
But I think the biggest, #1, mistake successful first-time entrepreneurs in SaaS make time and time again these days is they micromanage too long. I see this again and again, and in SaaS, it’s a real lost opportunity. Engineering. And if you don’t have real VPs yet — dude.
The top SaaS companies grow faster than ever these days. The first type is the kind of management team hired by second+ time founders. Veterans of the SaaS journey. Often folks they convince to once again be a VP of Eng or VP of Sales. But most of us are first-time founders, or close to it.
Should a startup CTO spend their time programming? Here’s a graphic from Socal CTO that illustrates the roles as they change over time: In its earliest days, a startup’s top need is often to produce a product. Hiring a hands-on lead developer might seem like the right move for an early stage startup. What does the role demand?
And if your team knows how to spend it, correctly — find a way to get them the capital they need to grow even faster than plan. And importantly, you need to spend more time with your existing customers (vs. But even if you’ve hired the world’s best VP of Sales … you can’t opt out of sales entirely.
An organization that has come together voluntarily to take on a mission, at least in part. They’ll revolt when you make a senior or mid-level hire that as a group, they simply cannot suffer one day longer. The three times it happened to me: A very senior engineer that we just HAD to have. Something organic.
Hundreds of thousands of experts are telling you how to succeed in SaaS. SaaStr Founder and CEO Jason Lemkin shares the 10 worst pieces of SaaS advice, excuses, and mistakes founders make, and what to do instead You have to understand how venture capital works. No one has time to have coffee with all of those folks.
And he made an observation to me that I’d been thinking about for a very long time, but didn’t know how to express. And for the most part, these were incredibly stressful times, when I was very underpaid, overworked, and worked to the bone. Not just being part of something great — but, Being Great.
But what they don’t have is a good enough founding team: Sometimes, if the prospective founder isn’t super technical, then the CTO/VPE isn’t really great. But great teams find great markets, so that doesn’t really matter}. At least an acqui-hire. They’ve got a rent-a-CTO. At least a single.
The hardest phase of SaaS, at least for the founders, is the phase from Initial Traction ($1-$2m in ARR + 80%-100% YoY growth) to the next phase — Initial Scale. Inevitability in SaaS comes around $10m in ARR , plus or minus. That’s the power of compounding SaaS revenue. At least, hire 2 VPs at a time.
1: Don’t hire a VP (or anyone in the early days) that you aren’t 95% sure is great. Founders between a million and $250M are talking about lowering the bar for hiring because they aren’t sure if the person is great or they’re trying to fill a gap. If you aren’t meeting that many, you aren’t taking hiring seriously.
A top SaaS VC to me the other day: “Once a SaaS business decelerates, it becomes almost hopeless. The good thing about SaaS is the revenue recurs. I wrote a piece some time ago here, a person favorite, about Our Year of Hell. At least some times. Most SaaS markets aren’t natural monopolies.
As you try to hire up for your SaaS company, you’re going to be faced with a lot of choices and trade-offs. No hire is the perfect package. But there’s one thing I can tell you in SaaS, at least: Almost Everything Except the Product Itself is Sort of the Same at a Given ACV (Annual Contract Value) Level.
you don't know what to do: 1/ Spend more time w/existing customers. 2/ Hire 1 great VP. Those are good times indeed. But there will be times when almost all of just not only struggle … but are just sort of out of ideas. Well, this is SaaS. Spend more time with existing customers.
Okta’s VP of Engineering, Monica Bajaj, and Senior Director of Platform Product Marketing, Priya Ramamurthi, share Okta’s playbook to PLG, developer experience, and Enterprise ARR. The traditional SaaS model doesn’t always scale, and not every company has all the bells and whistles to fund marketing, sales, and customer success teams.
So Okta is one of our favorite SaaS and Cloud leaders. Founder CEO Todd McKinnon was VP of Engineering at Salesforce and left to start Okta in the depths of the last downturn. Customer Count Up 8% Year-over-Year to 18,950 It’s hard to find net net customers after $1B ARR. Wow, what an engine at $2.5
As part of the run up to 2021 SaaStr Annual in the SF Bay Area Sep 27-29 , we’re taking a look back at some of our favorite classic sessions. (And I’m going to skip by my life story, and how I grew up as a small child in India, and how the dusty streets influenced my take on unit economics, and SaaS subscription models.
As a global technology provider powering thousands of SaaS companies, Google is at the forefront of driving exciting and innovative technologies to market. You’ll also learn how leading SaaS companies are able to scale and thrive in this complex, dynamic environment. Eyal Manor – VP, Engineering @ Google Cloud.
Prior to joining BetterCloud as our new VP of engineering, she served as a director of engineering at Twilio. We sat down with Brandon to discuss her vision for engineering at BetterCloud, her approach to building teams, and her advice to young female engineers. I’m a big fan of creating innovation time.
2024 was a big year for SaaS with AI in the spotlight and new pricing models shaking things up. This time last year, 24 SaaS experts predicted big things for 2024. SaaS demand remained conservative, capital didnt aggressively return, and private GPTs failed to gain traction. Next we’ll be hiring it.
” In this episode of the SaaStr podcast, Aileen and SaaStr Founder Jason Lemkin take a deep dive on how Aileen finds deals, her tips for a winning pitch, and the state of VC in 2020. 347: Ready to hire your first VP Sales? But I think for a lot of vertical SaaS, they’ll see impacts when the Q2 numbers come out.
Scott Beechuk, Partner at Norwest Venture Partners, brings together world-class SaaSengineering leaders Claire Hough, Vijay Gill and Weiping Peng for a dynamic conversation on where SaaS technology is headed, how to build top performing engineering teams and what it takes to lead in today’s high-velocity engineering environment.
Anyone who says the developer market is not strong is behind the times. The developer-led sales motion is different from a typical SaaS sale where you might sell top-down from a sales-led approach, wherein you’re starting with management, and the execution filters down to the wider org. You’ll need to find developers where they are.
We’ll have some time. It sounds minor or technical, but if you want to due diligence on a human being, I get to do it a few 100 times a year. I used it in kind of my breakfast pre warm-up, the crazy times we’re in. From Satya from Homebrew, we just heard that seed’s at an all time high.
Musing after a decade spent building SaaS start-ups By Geoff Roberts 20 min read. Today I can look back across a full decade that’s been spent building SaaS start-ups. I find that refreshing. Exactly 10 years ago today—May 10, 2010—I slinked through office doors that opened to my first day of work at a “real job.”
I actually think I never met any company that have not made a few mistakes about build versus buy and most of the time it’s linked to the long term cost. First of all, I think any good engineer can easily give you 10 good reason to build instead of buy. It’s super easy, like we never find enough arguments to buy.
Pricing is an incredibly important part of any SaaS product’s go-to-market strategy. At Hired, we started out with a transactional model that was—at the time—a super disruptive approach and one of our key differentiators. And—like everything else in the fast-moving SaaS world—pricing is not a once-and-done task.
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